The recruitment process consists of three stages: an initial screening with a recruiter, a panel interview with Senior Project Managers, and a final interview with the Information Manager and PMO Manager. Throughout the process, there appears to be a lack of alignment between the job posting and the actual expectations of the role. The position is presented as a Senior IT Project Manager role responsible for managing large, end-to-end initiatives. However, the later stages of the interview—particularly the final round—focus heavily on Agile, Scrum, and delivery-specific concepts, which do not fully reflect the original job description. There also seems to be a disconnect between the recruiter and the hiring managers. Candidates are initially guided to prepare based on their professional experience and are told to expect certain topics, such as information management. In practice, the interviews tend to emphasize theoretical knowledge and structured, textbook-style answers instead. Another notable point is the shift in evaluation criteria across interview stages. A candidate may be well-aligned in earlier rounds, only to encounter a different set of expectations in the final interview that were not clearly communicated beforehand. The role has reportedly been open for an extended period for 3 months now, with multiple recruitment channels engaged. This could suggest that refining the job description and ensuring internal alignment on the role requirements may help improve hiring outcomes. While the early stages of the process are generally positive, communication following the interviews could be more consistent. Candidates who are not selected may not receive timely updates or feedback, which impacts the overall experience.

The interview process consisted of three stages: an initial screening with the recruiter, a panel interview with Senior Project Managers, and a final panel with the Information Manager and PMO Manager. One key concern is the misalignment between the job description and the actual expectations of the role. It appeared that the recruiter had not fully aligned with the hiring managers on the specific requirements. For example, I was advised to expect questions related to information management and to respond based on my professional experience. However, during the interviews—particularly the final stage—the questions were more theoretical and focused on textbook concepts rather than practical experience. Additionally, while the role was presented as a Senior IT Project Manager position handling large, end-to-end projects, the final interview heavily emphasized Agile/Scrum and delivery-specific topics. This suggests the role may be more accurately positioned as an Agile/Scrum or Delivery Lead, and updating the job description accordingly could help attract more suitable candidates. It was mentioned they are looking for a Senior role but really it was only Mid level based on their questions. The inconsistency in expectations became particularly evident in the final interview, where the scope of questions shifted significantly compared to earlier stages. While I had a strong alignment during the second interview, the final stage introduced a different set of criteria that did not seem consistent with the original role description. It’s also worth noting that the position has reportedly been open for several months (4 months), with multiple recruitment agencies involved. This may indicate an opportunity to revisit and refine the role requirements and hiring alignment to improve candidate fit. Lastly, while the initial stages of the process were engaging and supportive, communication could be improved post-interview. Providing timely updates or feedback to candidates would enhance the overall experience. They ghosts candidates and leave you hanging